The components of organizational Culture

Organizational Culture Defined

Deal and Kennedy (2000: 4) have been described about organizational culture as ‘the way we do things around here’. Organizational culture is the pattern of values, norms, beliefs, attitudes and assumptions, it has not been formulated, but the model of how people behave in organizations and what needs to be done.

Main components of organizational culture are Value, Norms, Artefacte and Management or Leadership style.

Values

Value is the belief in what is best for the organization, what is good and what can happen. An organization's 'fixed value' can only be recognized at the highest level or shared through outsourcing, which can be characterized by cost change. Areas in which values may be expressed are Care and consideration for people, Competence, Competitiveness, Customer Service, Innovation, Performance, quality and Teamwork.

Norms

Norms are unwritten rules, “rules of play” and informal instructions on the action. Norms tell people what to do, believe, and even close. They are never expressed in writing because if they were, they would be policies or procedures. Typical norms are how managers treat the members of their teams, the prevailing ethic, Status, ambition, performance, Power, Politics, Loyalty, Anger, Approachability and formality.

Artefacts

Artefacts are the visible and tangible aspects of an organization that people hear, see or feel and which contribute to their understanding of the organization’s culture. The working environment, the tone, and language used in e-mails, letters or memoranda, the manner in which people address each other at the meeting or over the phone, the welcome given to visitors and the way in which receptionists deal with outside calls that can be included in Artefacts.

Management Style

Managers use approach to deal with people- style of management – is a noteworthy part of the culture of an organization. The following extremes described the management style.

Charismatic or non-charismatic

Autocratic or democratic

Controller or enabler

Transactional or transformational

Reference/Bibliography

Armstrong, M. (2012) Armstrong’s Handbook of Human Resource Management Practice, 12th edition

Deal,T and Kennedy,A (2000) Corporate Cultures, New York, Perseus Books

https://www.slideshare.net/SelvaNath/differences-in-culture-for-ib

How Organizational Culture Develop

Organizational Culture Defined

Deal and Kennedy (2000: 4) have been described as organizational culture as ‘the way we do things around here’. Organizational culture is the pattern of values, norms, beliefs, attitudes and assumptions, it has not been formulated, but the model of how people behave in organizations and what needs to be done.

How Organizational Culture Develop?

Schein (1990) have been indicated the values and norms that are the basis of culture are formed in four ways;

First	By the leaders in the organization, especially those who have shaped it in the past. It means peoples that people identify with visionary leaders – how they behave and what they expect. Also, note that treats them as role models and pays attention by such leaders.
Secondly	Culture is formed around critical incidents – lessons learnt on Desirable or undesirable behavior are important events.
Thirdly	Establishes values and expectations among organizational members need to maintain by effective working relationships for the culture develops.
Forth	Culture is influenced by the organization’s environment, which may be dynamic or unchanging.

Table 1 – Four ways of indicator of the Value and norms

The result of shared experiences is culture evolve over time. Schein (1984) suggested that this is a learning process that takes place either through the trauma model, in which members of the organization learn to cope with some threat by the erection of defense mechanisms, or by means of the positive reinforcement model, where things that seem to work become embedded and entrenched.

Conclusion

Learning occurs when people adapt to external pressures and develop successful and effective ways to manage internal challenges, tasks, and skills.

Where culture has developed over long periods of time and has become firmly embedded it maybe difficult to change quickly, if at all, unless a traumatic event occurs.

Reference/Bibliography

Armstrong, M. (2012) Armstrong’s Handbook of Human Resource Management Practice, 12th edition

Schein, E H (1965) Organizational Psychology, Englewood Cliffs, NJ, Prentice-Hall

Schein, E H (1984) Coming to a new awareness of culture, Sloan Management Review, 25 (2), pp 1-15

Schein, E H (1990) Organizational culture, American Psychologist, 45, pp 109-19

Employee well being

Importance of concern of Employee wellbeing

Employers have a duty, which means using a socially responsible approach to tracking people.

Employers are responsible for creating favorable working conditions, not only because it is their responsibility, but also because they are part of the general remuneration system. Provide the organization and help establish it as “the best place to work”

The work environment

The work environment consists of the system of work, the design of jobs, working condition and the ways in which people are treated at work by their manager and co-workers. Wellbeing is achieved when the account is taken in designing the work system and the jobs in it of the needs of the people concerned. Managerial behavior, archiving work Life balance and dealing with issues like stress, harassment and bullying are the way of employee treated.  

Managerial Behavior

Lawler (2003) suggests that what managers have to do is ‘Treat people right’. This means recognizing and encouraging them as people with different needs and desires, as well as helping them develop and treat themselves with human attention.

Work-Life balance

The term As Kodz et al (2002) explains, the principle of work-life balance is that: ‘There should be a balance between an individual’s work and their life outside work, and that this balance should be healthy’. Flexible work is the most practical solution for establishing an effective balance between work and personal life. This includes flexible time, homework, part-time jobs, and weeks of hard work, yearly hours, collaboration, and part-time jobs.  

Sexual Harassment

This is important for making decisive attempts to minimize it through policy statements supported by specific procedures for filing a complaint for assistance.

Bulling

People who think they have been bullied should have the right to discuss the problem with someone in the human resources department or coach or consultant. A policy should be published that bullying is unacceptable behavior.

Conclusion

The overall health and well-being of employees is more than the medical health of people. It also includes their mental state, work environment, the balance between work and personal life. It is important for employers to improve employee health and well-being and to make them happy and motivated at work. After all, when an employee is happy, he is much more productive, efficient, and busy.

Reference/Bibliography

Armstrong, M. (2012) Armstrong’s Handbook of Human Resource Management Practice, 12th edition

Kodz, J, Harper, H and Dench, S (2002) Work-life Balance: Beyond the rhetoric, Report 384, Brighton, Institute for Employment Studies

Lawler E E (2003) Treat People Right! How organizations and individuals can propel each other into a virtuous spiral of success, San Francisco, CA, Jossey-Bass

http://www.mycirclecare.com/improve-employee-health-wellbeing-circlecare/amp/

The Theories of engagement

Participation occurs when people commit to their work and organization and are motivated to achieve higher levels of productivity. It has two interesting aspects:

0      1)  Involvement in the work, when employees make diligent efforts, they find their work interesting, complex and useful.

0      2)  Organizational Participation identify the value and purpose of the organization and consider it the best place to work and continue working.

Components of engagement

The institute for Employment studies has modeled the components of engagement as shown below.

·         Commitment - the relative strength of the individual’s identification with, and involvement in, an organization.

·         Organizational citizenship behavior – as define by Organ (1988), is employee behavior that goes above and beyond the call of the duty and contributes to organizational effectiveness. It is discretionary and not explicitly recognized by the employing organization’s formal reward system.

·         Motivation – the force that energizes, directs and sustains behavior. It can be

intrinsic	Extrinsic
behavior is afforded by affected by factors that may arise from the work itself and are self-generated	Which occurs when things are done to or for people to motivate them

                Table 1 – Motivation

The motivation element in engagement is intrinsic. As Macy et al (2009:67) observed “when the work itself is meaningful it is also said to have intrinsic motivation”

Facets of engagement

According to Alfas et al (2010: 5) engagement as having following three core facts:

Intellectual engagement	Affective engagement	Social engagement
Thinking hard about the job an how to do it better	Feeling positive about doing a good job	Actively taking opportunities to discuss work-related improvements with others at work

Table 2- Facts of Facets of engagement

Balain and sparrow (2010: 183) considered that engagement should be seen as a ‘belief’ and not an attitude, ie it is largely a cognitive construct (intellectual engagement) rather than an affective or behavioral one. They suggested that engagement will have effective and behavioral outcomes but it is necessary to separate the cause from the effect.

Discretionary behavior

 As described by Purcell et al (2003), discretionary behavior refers to the choices that people at work often have about the way they do the job and the amount of effort, care innovation and productive behavior they display. It can be positive when people ‘go the extra mile’ to achieve high levels of performance.

Conclusion

Employee the theory is affirmed simply as common sense. In theory, the leaders of the organization should ensure that all personnel are fully involved and have completely changed their jobs.

Reference/Bibliography

Armstrong, M. (2012) Armstrong’s Handbook of Human Resource Management Practice, 12th edition

Armstrong,M.Brown,D and Reilly,P(2010) Evidence-based reward management, London, Kogan Page

Balain, S and Sparrow, P (2010) understanding the value of engagement